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A map of consulting approaches

Nine management frameworks, with an explanation of the decisions each can help inform.

Sources checked · Page updated

Methodology

How to read the map

We compared the nine approaches below by the management question facing the CEO and the context in which each applies. The visual groups provide editorial navigation between approaches; they do not rank firms, assess effectiveness or endorse a provider. Each approach and its sources are explained below.

CEO decision map: three contexts for nine approaches
01 / Strategic choicesWhere should change or a new business be directed?

BCG · BCG X · EY

02 / Operating modelHow should people, processes and decisions be redesigned?

McKinsey · Deloitte · Accenture

03 / AI and executionHow should technology, economics and delivery be managed?

Gartner · PwC · KPMG

An approach may span several contexts; its position on the map reflects the main emphasis of this overview.

Comparing the approaches

FirmApproach in this overviewCEO decision context
McKinseyRedesigning the operating modelOperating model
BCGCEO priorities and leading changeStrategic choices
GartnerA specific application: AI oversightAI and execution
BCG XValidating a new businessStrategic choices
DeloittePeople and work designOperating model
PwCAI economicsAI and execution
EYReimagining the enterpriseStrategic choices
KPMGExecuting transformationAI and execution
AccentureWork organised around decisionsOperating model
01 / McKinsey

Redesigning the operating model

Connect strategy, structure, processes, people and incentives. Changing the organisation chart without redesigning work does not close the gap between intent and outcome.642

02 / BCG

CEO priorities and leading change

BCG advises CEOs to articulate a clear direction, choose a small number of truly important priorities and align time, people and capital with them. This is a consulting framework that must be adapted to the company’s situation.44

03 / Gartner

A specific application: AI oversight

Gartner’s research addresses technology decisions: how to assess their value, assign accountability and control risk. This is an example of applying the overall company governance system, not a complete definition of that system.111213

04 / BCG X

Validating a new business

Before scaling a new business area, separately validate the customer need, the model’s economics, feasibility and strategic fit. This framework does not replace decisions about resources.55

05 / Deloitte

People and work design

Human Capital Trends 2026 examines the need to redesign work and organisations in response to technological change. People management must be part of business transformation.15

06 / PwC

AI economics

CEO Survey 2026 shows that benefits achieved are uneven. Assess effects on costs and revenue separately: using technology is not, by itself, an outcome.1617

07 / EY

Reimagining the enterprise

CEO Outlook 2026 examines the redesign of companies in a changing environment. In practice, transformation ambitions need to be connected to real capabilities and decisions about resources.18

08 / KPMG

Executing transformation

The 2026 research focuses on realising value from change. For CEOs, this raises questions about alignment across the initiative portfolio, accountability and how results are verified.19

09 / Accenture

Work organised around decisions

Start with decisions that create value and redesign processes, roles, economics and organisational learning around them.20

Primary sources

Sources

  1. 6
  2. 11
  3. 12
  4. 13
  5. 15
  6. 16
  7. 17
  8. 18
  9. 19
  10. 20
  11. 42
  12. 44
  13. 55
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